1. Competitor Analysis Compaq Apple Sony Dell gobi

2. What is Competitive Intelligence? A systematic and ethical program for gathering information about competitors and general business trends to further your own company’s goals A systematic and ethical program for gathering information about competitors and general business trends to further your own company’s goals

3. Why CI? Playing the Game Better Focus on existing competitors/strategic position Focus on existing competitors/strategic position Leverage value chain strengths Leverage value chain strengths Incrementally improve existing strategies/tactics Incrementally improve existing strategies/tactics Play the Game Differently New market opportunity New customers Develop/leverage new value chain strengths New strategies/tactics

4. Competitor Intelligence Pyramid s z a Sources of Data Analysis of Data Recommendations

5. Recommendations Sources of Data Competitor Intelligence Pyramid Industry experts/analysts Industry publications Trade shows/conferences Advertisements/PR University research centers Financial Court documents/patents Suppliers/customers Newspapers/business wire Help wanted ads Reverse engineering labs

6. Recommendations Analysis of Data Sources of Data Competitor Intelligence Pyramid Value chain analysis Ratio analysis Benchmarking Cost analysis Trend analysis Personality profiling Wargaming/scenario planning Competitive behavior analysis

7. Recommendations Analysis of Data Sources of Data Competitor Intelligence Pyramid Track Existing Rivals Anticipate New Rivals Inform Strategy: Identify own/competitor’s strengths/weaknesses Early warning system Plan of attack/retaliation

8. Who’s Job Is It? TopExecs DepartmentManagers ProjectManagers IndependentConsultants DepartmentStaff Planning & Finance Analysts

9. CI Paradox Many Global 1000 companies don’t have full-scale CI units Many Global 1000 companies don’t have full-scale CI units Most Global 1000 executives believe that success depends on: Most Global 1000 executives believe that success depends on: Looking ahead Looking ahead First-mover advantage First-mover advantage Strategic flexibility and maneuvering Strategic flexibility and maneuvering

10. Future Objectives How do our goals compare to our competitors’ goals? Where will emphasis be placed in the future? What is the attitude toward risk? Competitor Analysis What drives the competitor?

11. Competitor Analysis What is the competitor doing? What can the competitor do? Future Objectives How do our goals compare to our competitors’ goals? Where will emphasis be placed in the future? What is the attitude toward risk? Current Strategy How are they currently competing? Does this strategy support changes in the competitive structure?

12. Competitor Analysis What does the competitor believe about itself and the industry? Future Objectives How do our goals compare to our competitors’ goals? Where will emphasis be placed in the future? What is the attitude toward risk? Current Strategy How are we currently competing? Does this strategy support changes in the competition structure? Do we assume the future will be volatile? Are we assuming stable competitive conditions? What assumptions do our competitors hold about the industry and themselves? Assumptions

13. Competitor Analysis What are the competitor’s capabilities? Future Objectives How do our goals compare to our competitors’ goals? Where will emphasis be placed in the future? What is the attitude toward risk? Current Strategy How are we currently competing? Does this strategy support changes in the competition structure? Do we assume the future will be volatile? Are we operating under a status quo? What assumptions do our competitors hold about the industry and themselves? Assumptions What are my competitors’ strengths and weaknesses? How do our capabilities compare to our competitors? Capabilities

14. Future Objectives How do our goals compare to our competitors’ goals? Where will emphasis be placed in the future? What is the attitude toward risk? Current Strategy How are we currently competing? Does this strategy support changes in the competition structure? Dynamic Head-to-Head Rivalry Do we assume the future will be volatile? Are we operating under a status quo? What assumptions do our competitors hold about the industry and themselves? Assumptions ResponseResponse What will our competitors do in the future? Where do we have a competitive advantage? How will this change our relationship with our competition? CapabilitiesCapabilities What are my competitors’ strengths and weaknesses? How do our capabilities compare to our competitors?

15. Strategic Group Map: Beer (Pre-light / Pre-microbrew) Dark/Full Light Low PriceHigh Price Amber Regular Heineken Miller Bud Old Swill Guinness

16. Strategic Group Map: Beer Dark/Full Light Low PriceHigh Price Amber Regular Old Swill Guinness Blackened Voodoo Anchor Porter Amstel Cardinal Miller Lite Bud Ice Sam Adams Bass Ale Pilsner Urquell Killian’s Red Red Wolf Amber Bock Lowenbrau Killian’s Brown Lowenbrau Dark Milwaukee’s Best Light Bud Miller